Strategies for Organizational Change Creating Shared Vision

Written by Judith Richardson

The cascade (i.e.,repparttar triangle with senior managers, middle managers, staff) strategy can work; I have successfully used it. In fact, until about 5-8 years ago, I would have said it wasrepparttar 148859 best-known way to achieve change across an organization. What has happened inrepparttar 148860 past 5-8 years is an understanding of new ways of changing organizations that are faster, cheaper, and have a greater chance of success. These approaches are based upon high participation.

Ifrepparttar 148861 cascade is characterized byrepparttar 148862 triangle, a circle characterizes high participation. The visual image is useful because it speaks to "the catch" in high participation change. The circle has no point where everything comes together. It starts with and builds a very different set of beliefs about power and control in organizations.

An example: inrepparttar 148863 triangle model, vision isrepparttar 148864 primary responsibility of senior management. They articulate vision and share it withrepparttar 148865 rest ofrepparttar 148866 organization, who look for how they fit in. Inrepparttar 148867 circle model, senior management creates an environment that invitesrepparttar 148868 rest ofrepparttar 148869 organization intorepparttar 148870 work of creating shared vision. It is created withrepparttar 148871 benefit of many diverse perspectives and experiences, incorporating insights and ideas that are not usually visible to senior managers. As a result, people see themselves inrepparttar 148872 vision sooner and begin to integrate it into their work immediately. This difference means change happens faster, is cheaper to do and is less risky in terms of achievingrepparttar 148873 desired results.

Six Tips for Effective Listening

Written by Judith Richardson

When you interact with clients, they should be doing 70% ofrepparttar talking, which means you're doing 70% ofrepparttar 148858 listening. Listening is crucial for effective relationship building -it'srepparttar 148859 only way you'll learn what your prospect or client REALLY needs. Follow these tips for effective listening:

Prepare in advance: Focus onrepparttar 148860 client, customer, buyer, and give him or herrepparttar 148861 best listening-to they've ever had.

Take notes: Taking notes shows your interest inrepparttar 148862 client, customer or buyer's message, helps you stay in control ofrepparttar 148863 call, and provides valuable data to review later or share with your team.

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